WORK LIFE - TOMORROW'S PEOPLE

I oversee strategic policy development and resource planning in Cheshire's new policy and performance department. We co-ordinate policy development on behalf of councillors and the corporate management board within a four-year planning framework.

HOW?

There are 26 people on the team covering four strands of activity - medium-term financial planning, European external funding, corporate procurement and regional policy issues, particularly the potential impact of a regional tier of government.

YOUR ROLE?

Although my job description requires an accountancy background, my work is concerned with policy development within existing resource constraints, to help deliver the council's corporate priorities. A lot of information we deal with flows from central government and other areas.

CAREER?

I started as a CIPFA trainee accountant with Hertfordshire CC in 1991. I was there for seven years. I joined Cheshire's financial planning team in 1998 and was appointed to my present job two months ago. I have a degree in economics and industrial relations from Leeds University.

PERSONALLY?

I am married with two children. I'm treasurer of the council's staff credit union and play football regularly.

THE FUTURE?

I have just been appointed to this challenging post and am keen to make a success of it. The work is so varied I can't imagine working in a more confined area in future.

You might also like...

The oversight board of the Local Government Pension Scheme (LGPS) is launching a consultation to assess how the interests of different employers within the scheme are taken account of, with a view to issuing further guidance.

Cornwall Council’s cabinet is set to agree a radical integration of children’s services despite claims from the Unite union that residents could be charged for services which are currently delivered for free.

An LGC subscription...

...gives you access to LGCplus.com, containing an unparalleled database of tens of thousands of articles offering the news, data, guidance and case studies that councils need to withstand cuts and improve services